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Sometimes innovators play around with different ideas and are somewhat inefficient, says Michael Schrage of the Massachusetts Institute of Technology. That outlook can be applied equally to the design of technological innovations or to human interactions, he says.

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Two new histories of World War II reveal the key role that logistics played in securing the Allies' victory, writes Michael Schrage. Little-known bureaucrats re-organized the U.S. and British supply chains to ensure the front-line fighters had everything they needed to succeed. "In wartime, logistics eats strategy for lunch," Schrage argues.

Oil and natural gas industry groups criticized the Department of the Interior's draft rules that would require the disclosure of chemicals used in hydraulic fracturing on federal lands. "The federal government does not need to create a new, additional disclosure process when one that works is already in place," said Jeff Eshelman, spokesman for the Independent Petroleum Association of America. Western Energy Alliance Vice President of Government and Public Affairs Kathleen Sgamma questioned the timing of the draft rules, as the Environmental Protection Agency is still reviewing the potential impact of fracking on water supplies.

Noble Energy's well in the Levant Basin off the Israeli coast found natural gas, the company said. The Tanin well was drilled to a depth of more than 18,000 feet and struck approximately 130 feet of gross gas pay.

Innovation groups are getting smaller, as companies such as Facebook and GlaxoSmithKline trade crowded research labs for teams of just a few people each. The idea is to create agile, responsive groups capable of innovating more rapidly and focusing on specific problems. "Take a very, very good look at your organization's innovation teams. ... Could they do much, much more with less?" Michael Schrage writes.